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8D TRAIN1

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8D TRAIN1nullnull8-Discipline Training (Abnormal case)Sloan Yang Mar. 2003nullTraining Objective:Train so that we don’t stop at only corrective action, but drive for root cause preventative action of problems. Key: Finding the true root cause of the problem!nu...

8D TRAIN1
nullnull8-Discipline Training (Abnormal case)Sloan Yang Mar. 2003nullTraining Objective:Train so that we don’t stop at only corrective action, but drive for root cause preventative action of problems. Key: Finding the true root cause of the problem!nullWhy 8D Methodology:Containing or “quick fixing” a quality problem with corrective actions in the short term does not keep them from recurring. A poor and quick investigation of a problem does not lead to finding the true underlying root cause of that problem. It is cheaper for Customer, Us and Vendor to eliminate root cause problems from our processes through preventive action. Reality Check: We are not getting to the root cause of our quality and production process problems. Therefore, we fail to prevent our problems from recurring and struggle to reach our quality and production goals. nullWhen & Where 8D Methodology:In immediate response to any poor quality findings found anywhere in the company. Information about the problem will dry up rapidly if it is not investigated quickly after the problem occurs.nullWho is Responsible: Everybody is responsible for quality and preventing quality problems. If you are given the task of completing preventive action on a problem, you are expected to be like a Project Manager in the investigation and solving of this problem. This may include the delegation of needed actions to subject experts in other areas. Time must be taken to drive all problem solving steps:ValidationInvestigationPreventiveActionCorrectiveActionnullAsking Why Five or More Times: Asking Why five or more times can help uncover the root problem and lead to corrections. Example: Suppose a machine stopped functioning: 1) Why did the machine stop? (There was an overload and the fuse blew.) 2) Why was there an overload? (The bearing was not sufficiently lubricated.) 3) Why was it not sufficiently lubricated? (The lubrication pump was not pumping sufficiently.) 4) Why was it not pumping sufficiently? (The shaft of the pump was worn and rattling.) 5) Why was the shaft worn out? (There was no strainer attached and metal scrap got in.)nullAsking Why Five or More Times: If this procedure was not carried through, one might simply replace the fuse or the pump shaft (Corrective Action Only) only to have the problem recur within a few months (No preventive Action). Note: Sometimes How, What, When and Where are used in place of Why at each step in order to drive to root cause. (Toyota Production System, Taiichi Ohno, 1988)null8D Steps : (Abnormal Case)What’s abnormal case: Specific case Customer Complaint, Out of Control (SPC/Cpk, Defect rate jump…) ORT fail, Incoming fail, PM fail, Environment, Line Stop, Calibration, 1st Discipline: Team Forming Define the Team Leader and Members 2nd Discipline: Problem Description 1. Problem happened status description: (What component? Which location? What is the spec? Who found it-IQC or Production? When? Which lot? Any Photo?......) 2. Problem symptom/risk preliminary analysis: (1st /2nd /3rd …. symptom description, High/Low risk? Reliability/occasional case?)null8D Steps : (Abnormal Case)3rd Discipline: Containment Action According to preliminary analysis above, take the necessary containment action(s) below for the product/material disposition, (Rework, sorting, screening, stop line, purge, inspect - tighten sampling plan, risk run/waive…) Remark: Does this affect other product families/types?null8D Steps : (Abnormal Case)4th Discipline: Root Cause Analysis Cause and Effect Diagram (Fish bone Diagram) – 6 M (Man, Machine, Material, Method, Mother Nature, Measurement) If 100% (visual) inspection in production, WHY not found? WHY not trained? WHY no spec? WHY… (at least 5 WHYs). Each WHY shall have 5W1H (Where was the station? Who was the inspector? When was it produced? What is the method?....) Important WHY, Why produced? Why flow out?null8D Steps : (Abnormal Case)4th Discipline: Root Cause Analysis (Cont.) Root cause validation: (Antithesis experiment, Repetition experiment, Correlation, Regression, Hypothesis, Testing, SPC/Cpk, ANOVA, DOE/Taguchi,….) Remark: This step is very important, but many engineers ignore it.null8D Steps : (Abnormal Case)5th Discipline: Corrective Action Short Term Solution: Retraining, Re-certify, Fixing the light / magnifying glass, Re-inspection after repair etc, Revise the work / inspection instruction. Remark: Cut-in date/lot/work order? How to identify?null6th Discipline: Preventive Action Long Term Solution: “defect prevention” Process change, (Shopfloor) system change, Equipment fix,New technology, New work instructions, Establish inspector qualification procedure, Establish line start checking procedure Review all the product/material spec. SPC control, early warming system… Remark: Cut-in date/lot/work order? How to identify? 8D Steps : (Abnormal Case)null7th Discipline: Verification (Follow up to action above) Problem area is reviewed to ensure that the prevention is permanent and that the negative result has been eliminated Follow up audit, Product Monitoring (in-process, outgoing, at supplier) WHERE IS THE 8TH DISCIPLINE? 8D Steps : (Abnormal Case)nullThank You
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